Description
Use the work you completed for Parts, I, II, and III with your CLC group to analyze the following in a paper (500-750 words):
Analyze the significance of the three matrices regarding their relevance for strategic planning. Include a description of the key information for each of the three matrices.
Discuss how the information from your analysis will influence your recommendations for strategic plans to improve the position of the company.
In preparation for the final submission of the assignment, without prematurely determining and formalizing strategic goals and objectives, begin thinking about possible strategies to capitalize and add value to the organization based on the analysis of this information.
Deliverable
Submit a Word document of your analysis to the digital classroom.
All analysis in the paper should be substantiated with a minimum of five relevant and credible sources in support of your content. Credible sources need to be relevant to the assessment and can include GCU Library databases, corporate websites and peer-reviewed sources, or those provided in the topic Resources.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
Unformatted Attachment Preview
This document was exported from Numbers. Each table was converted to an Excel worksheet. All other
objects on each Numbers sheet were placed on separate worksheets. Please be aware that formula
calculations may differ in Excel.
Numbers Sheet Name
Numbers Table Name
PART I
Table 1
PART II
Table 1
IFE
Table 1
EFE
Table 1
CPM
Table 1
BCG
Table 1
IE
Table 1
SPACE
Table 1
GRAND
Table 1
Perceptual Map
Table 1
Financial Statements
Table 1
SWOT
Table 1
QSPM
Table 1
Company Valuation
Table 1
EPS_EBIT
Table 1
Retained Earnings Table
Table 1
Projected Statements
Table 1
Ratios
Table 1
s converted to an Excel worksheet. All other
orksheets. Please be aware that formula
Excel Worksheet Name
PART I
PART II
IFE
EFE
CPM
BCG
IE
SPACE
GRAND
Perceptual Map
Financial Statements
SWOT
QSPM
Company Valuation
EPS_EBIT
Retained Earnings Table
Projected Statements
Ratios
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Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Variety of Products Offered
Control over Suppliers and Distributors
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market
Your firm’s X-axis
Your firm’s Y-axis
Estimated FP
Estimated IP
Estimated CP
Estimated SP
Competitor 1’s X-axis
Competitor 1’s Y-axis
Estimated FP
Estimated IP
Estimated CP
Estimated SP
Competitor 2’s X-axis
Competitor 2’s Y-axis
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Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths
IE Matrix
Opportunities
Weaknesses
SPACE Matrix
Threats
GRAND
Perceptual Maps
Welcome to the Free Excel Student Template Versio
Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable t
be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strate
still need to do the research and enter key internal and external information into the Template. The Template does not gather o
however assimilate information you enter in a professional way and does many calculations for you once that critical informati
David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with
is designed for Textbook editions 17ed and 18th.
Instructions for Using the Template
Please read all Template instructions below carefully before you start each new section of this Template. Only type in the gree
David textbook for conceptual guidelines for every matrix and analysis in this Template.
This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective ma
into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial i
statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are
orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables.
of Part I and Part II may not be visible for Apple users but all other features should work without any problems.
Strengths and Weaknesses
Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actio
the strength: “Sales up nicely” is too vague and not actionable; “Sales were up 15% on women’s apparel in China during 2018”
thinking in terms of divisions when writing strengths and weaknesses. Note women’s apparel could be a division for Nike. All
equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.
Weights reveal how important a factor is to being successful in the industry. All weights are “industry-based.” A factor of 0.10
important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights thou
list (10 strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less
factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger r
with a moderate priced chicken restaurant than with McDonalds (cheaper fastfood). Automatically considering McDonalds, B
“industry” just because they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve b
in the weights, check to make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths w
arrange your Weaknesses also with highest weighted factors listed first.
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In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the
ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left
1 = “the response is poor”
2 = “the response is average
3 = “the response is above average”
4 = “the response is superior”
View IFE Matrix
Strengths
Has a reputation for being strong and dependable, moving from top 4 to top 2 on-time performance
ranking
High quality customer service
Strategic partnerships and alliances
Positive employee-centric culture where people come first and hospitality is legendary
Sustainable initiatives
Profitability and financial stability due to sales were up
Low cost operational efficiency
Strong leadership/management
Strong balance sheet due to increased liquidity
Single aircraft model resulting in limited hiring, training, and operational costs
Weaknesses
Dependence on U.S. market due to limited international presence
Overdependence on the Boeing 737 aircraft
Intense competition in the airline industry
vulnerability to extrenal factors
potential impact of negative publicity
Labor relations and unuion issues due to labor unrest with various unions
Lack of financial diversity in which company depends on single revenue source
Limited route structures in which competitors have more extensive routes domestically and
internationally
Lack of producing capacity due to constraint on pilots for the number of aircrafts
Lack of deliveries from Boeing aircrafts
View IFE Matrix
Total Weight (Must Equal 1.00)
Opportunities and Threats
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Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionab
both opportunities and threats should be external in nature. Ask yourself “Does the firm have control over this factor?” If the an
opportunity or threat. For example, as a clothing retailer you may have an opportunity to “start selling clothes in China.” This i
1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity ma
more on athletic apparel in 2018.” Note how this opportunity is specific, actionable, divisional, and external (we cannot contro
athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and thos
Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknes
for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external fac
highest weight items first.
Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.
1 = the response is poor”
2 = “the response is average”
3 = “the response is above average”
4 = “the response is superior”
View EFE
Matrix
Opportunities
Commitment and initiative for a 2050 goal of carbon neutrality
Planning for the procurement of mich-less-carbon-intensive sustainable aviation fuel
Expansion into more international markets
Increasing demand for low cost carriers
Sustainable aviation
Growth in the cargo business
More investment in facilities, equipment, and staffing, as well as enhanced planning and monitoring
Improving booking processes
Expansion of freight businesses
Exploitation of new technologies
Threats
Potential impacts of a public health crisis, i.e., the COVID-19 pandemic
Increased fuel prices
Intense competition in the airline industry
Regulatory risks and potential increases in operational costs, such as airport fees, taxes, and labor costs
Technological disruptions/limitations and cyber security threats
Risks of climate change and environmental concerns that led to cancel over 16 thousand flighst within 10
days in december
Mass cancellations
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Physical safety threats such as terrorist incidents
Global recession due to economic downturns
Environmental concerns in which climate change and environmental impact of air travel
View EFE Matrix
Total Weight (Must Equal 1.00)
Competitive Profile Matrix (CPM)
To perform the CPM, enter up to 12 critical success factors. You may use some of the ones listed below if you like but try to u
company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and frequent flyer points as f
below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to the extent possible. If Pep
be about the firm’s soda business, Frito Lay business, bottling business, etc. (Pepsi Co competes in a lot more than just soda) ra
Advertising for what division (business) are you referring to? Frito Lay’s advertising, soda marketing, etc. All divisions do not
coverage for divisions with more revenue and those most pertinent to your strategic plan.
After entering in your critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check th
column, to make sure your sum weight is equal to 1.00. It is okay for some factors to receive a low weight and a factor or two t
After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.
After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) in the
organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM
below for ratings.
1 = “the response is poor”
2 = “the response is average”
3 = “the response is above average”
4 = “the response is superior”
View CPM Matrix
Enter 12 Factors Below
No extra fees
Domestic routes
Customer service
On time arrival
International routes
Frequent flyer points
Financial Profit
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Customer Loyalty
Market Share
Flight sales
Top Management
Price Competitiveness
View CPM Matrix
Boston Consulting Group (BCG) Matrix
This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with
the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or
simply focus on the 5 divisions your 3-year plan centers around; check with your professor.
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